A social identity perspective on language and researchers’ cultural identities in qualitative interviews in multinational corporations

Abstract

Purpose

This study aims to advance knowledge in international management research about how researchers’ cultural identity in fieldwork encounters may be grounded in the choice of language in multicultural and multilingual projects.

Design/methodology/approach

The study is based on critical reflections on the experience of two co-authors as Chinese nationals conducting research in overseas Chinese multinational corporations (MNCs) in developing economies.

Findings

Drawing on social identity theory, the authors demonstrate that the cultural identity and cultural insider/outsider positionality of both the researcher and research participants can be shaped by language, translation and other artefacts in cross-cultural interviews, constantly being shifted, managed and renegotiated during qualitative interviewing. This study highlights the politics of language which, when combined with other forms of power relations, such as the researcher’s perceived status, economic development of the MNCs’ home country and the participants’ organisational hierarchy, affect power distribution between the researcher and participants. Researchers often need to move from being an “insider” to an “outsider” and often to an “in-betweener” at different stages in an interview interaction to balance power.

Originality/value

This study contributes to international debates about the complex interplay of languages, politics and identity in multilingual and multicultural qualitative research. In contributing to these literatures, the authors focus on the relatively under-researched Chinese MNCs in other developing countries including Mongolia and Tanzania. Recommendations for researcher training and reflexivity are proposed.

Citation

Xian, H., He, Y., Huang, F. and Latreille, P. (2024), "A social identity perspective on language and researchers’ cultural identities in qualitative interviews in multinational corporations", Critical Perspectives on International Business, Vol. 20 No. 5, pp. 660-679. https://doi.org/10.1108/cpoib-05-2023-0032